Please use this identifier to cite or link to this item: http://cmuir.cmu.ac.th/jspui/handle/6653943832/39306
Title: บทบาทของเทศบาลตำบลแม่ยวม อำเภอแม่สะเรียง จังหวัดแม่ฮ่องสอน ในการจัดการภัยพิบัติ ศึกษากรณี การเคลื่อนย้ายหมู่บ้านห้วยโผออกจากพื้นที่เสี่ยงภัย ดินโคลนถล่ม ระหว่างปี พ.ศ. 2555-2556
Other Titles: Role of Mae Yuam Municipality, Mae Sariang District,Mae Hong Son Province in Diaster Management: A Case Study of Baan Huay-Pho Relocation from the Land Slide Areas Between B.E. 2555-2556
Authors: อาจารย์ ดร.จันทนา สุทธิจารี
อำนาจ พัวตะนะ
Issue Date: Dec-2557
Publisher: เชียงใหม่ : บัณฑิตวิทยาลัย มหาวิทยาลัยเชียงใหม่
Abstract: This study aimed at analyzing role of Mae Yuam municipality to deal with disaster in the case of the relocation of Baan Huay-Pho from the area at high risk of land slide in order to study about role, problems, and obstacles along with present the solutions of the problems. The study was conducted through the sub-district development strategic plan, budget legislation and focused interviews. There are 22 target people which were administrators, members of Mae Yuam municipality representatives, municipal assistant fire and rescue officers, sub-district headman, village headman, provincial and district administrators, the representatives of mass media, and non-government organizations. The result found that the municipality set its role only as the operator in the disaster rescue management process. According to the order of provincial administrations, the municipality only tended to solve problems being faced, for example sending staff to help people move their belongings, cleaning and distributing aid packages. In addition, the municipality was working on regular problems, such as providing trucks to deliver water to people during the dry season. As mentioned before, the municipality has a limited role on solving problems. It assumed that after the situation happened and the studying results of the department of mineral resources revealed, other organizations with more capability were the one who solve problems. Therefore, the municipality let district and provincial organizations act thereafter; for example long term problem solving, such as determine preventive strategy. However, the municipality did not have this policy. So, there was no plan to solve problems to other villages located in similar areas. terms of problems and obstacles, when considering on the preparation, it was found that the municipality limited its role according to the budget frame. It arranged budget for problems being faced, for example budget for the payment of civil defence volunteers and central budget for solving problems from the public hazard. However, the budget was used to assist only specific cases. It was also found that the budget allocation for local organizations according to the decentralization act 1999 was interfered and the intention was changed because of many factors, especially national politics which was the administrations of the government after the election in 2001. The limitation of the role of municipality related to the change of national decentralization policy. After the decentralization act was issued in 2001, the missions of provincial organizations were continuously transferred to the local organizations. In terms of the local organization structure, addressing personnel who was responsible for each functions raised expenses on payments. Although payment ceiling was specified, most of the local organizations had high expenses of personnel payment. After the change of government in 2001, new government gave important to provincial administrations, the provincial governor was potentiated as a provincial chief executive officer. Moreover, the provincial organization can request for the budget first time in the form of provincial development strategy. In terms of politics, the budget was used by governments after the year 2001 for running the election campaign. However, the government had to specify allocated budget for the local organizations, so the government must bring some expenses from the general campaign. Although the expenses of the government were put in mentioned proportion in 2006, not less than 35 % of the budget, the government could not allocate budget according to the set proportions. The coup on September 2006 led to the legislative amendment. Therefore, the budgets allocated to the local organizations were not in proportion with mission and personnel which increased. In terms of the resolution: 1. to solve overall problems, the implementation in the frame of decentralization should be practiced. Moreover, the budget management system should be adjusted so that the local organization can manage budget to actually help people in the areas which correspond to people’s need and necessity in each area. In addition, proportions of the budget should be increased to be suitable for the missions implemented following to the law. 2. The resolution for specific area in the case of the relocation of the village from areas at risk from landslides was that the municipality should have the way to follow up the resolutions systematically both in Huay-Pho village and other villages located on the similar areas. Furthermore, people should have roles to examine the municipality’s operation whether it was in accordance with their needs. In conclusion, the case study on the relocation of Baan Huay-Pho towards areas at risk from landslides revealed 2 levels of problems. The first problem was the resolution only in the case of relocation which the local organization did not have a role of the area owner. The local organization operated according to the repulsion from the provincial administration which resulted from the way that it limited its role to solve only facing problems and regular problems. Therefore, usual problems were ignored because the municipality assumed that it was the responsibility of external organizations and the Municipality only support in the area. The second problem was the structured problem of decentralization. Although the plan and instructions for decentralizations were specified for over 20 years, only some local organizations succeeded in creating their own approaches for administration. Many local organizations were trapped in the centralization of administration. The centralizations were conducted through the government system which had provinces and districts as the centre and through the patronage system of the national politicians. However, the resolutions should be systematic which means that the whole system of the public administration must be reformed.
URI: http://repository.cmu.ac.th/handle/6653943832/39306
Appears in Collections:POL: Independent Study (IS)

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